Handling Negative Emotions In Organizations: Tips For Managers

Identifying and Addressing Negative Emotions

It is important for a manager to handle negative emotion that exists in their organizations. Some of the emotions are worries, anger, stress, and frustrations and most probably employee dislikes. A good manager deals with irritation by intervening and maybe doing an evaluation of the irritating circumstance, inquire on why an employee is irritated then think of how to better the situation into a more positive. This will stabilize employee mentality (Richter, König, Geiger, Schieren, Lothschütz  & Zobel, 2016). A manager should be in a position to identify positive aspects of the seemingly irritating situation. For example, some of the employees in the organization would not be informed that their actions might result in irritability and frustrations and therefore would take them for granted.  

A good manager may also compare the situation with the previous similar circumstance that failed. This would provide an alternative way out of the situation and probably possible remedies (Nordstrom, 2012). The manager should be able to cope with the possible eruption of anger among the employees in the organization, and this may be obtained by being vigilant on early symptoms of possible violence and stop just on time before unleashing it to the employees. The manager can also figure themselves in anger by yelling at the employees. The manager should cease doing anything that irritates employees. The manager can cope with what the employees dislike most in the organization by being respectful and professional and by avoiding personal indifference. They should treat employees with dignity and courtesy and not carry themselves in an unprofessional way just because others do.

It is essential for a manager to make a communication openly and with honesty. This is important to overcome the adverse reactions and emotion that will accrue from the layoff. This open and honest communication will make it known that I chose the right and informed decision. An employee may also have some better plan for the worst scenarios when they know about the feasibilities.   

Employee dismissal is quite sensitive, and it should, therefore, be undertaken with a lot of caution and precision. It is important to start by providing an adequate reason as to why the employees are dismissed (Bhabra, Bhabra & Boyle, 2011).

The manager should start by encouraging words. He should promote everyone’s positive contribution to the organization. It’s critical that the employees are frequently reminded of their achievements to the firm. The next step is that the manager should be very precise and direct to the point on the main reason for the layoff.  The employer must act in a professional way irrespective of possible reactions of the employees. Also, other options in which the employee can secure opportunities may be discussed. The employee should be shown concern and support.

Managing Employee Dismissal

Further, the employee must be assured of the exact date and time in which layoff will be entirely effected. On top of that, a meeting to follow up should be planned to discuss clearance on passcodes, badges and other company protective and identities such as company identity cards. At this crucial point, the manager should still accept a request for employees about their future adventures. Finally, details on severance packages can now be discussed in specific. The employee has to be made aware that any question can at this point be addressed to the employer or the manager in this case. Severance pay is money that an employer might want to provide for an employee who is leaving their employ. Compensation on the layoffs, job elimination and sometimes mutually agreed to break up are the normal situations that need severe pays.

Severance compensation is given the employee that has been laid off. Compensation amounts to at least a week or two per year the employee served the organization. The Fair Labor Standards Act dictates that company should compensate employee whose contract has been terminated especially if their regular salaries have been affected (Iqbal & Haque., 2011). These wages and remunerations include the amount accrued during their vacation time but exclude leaves while sick. The total number of payment the employee should receive is defined by the number of years the employee has worked with the company. For instance, if someone has been employed for 0ten years in total, the company according to the Law dictates that he should be compensated for 0ten months or an amount summing up to the total pay he should have earned within 0ten months. Below is a sample of a chat of disbursement of possible compensation.

Date of payment	Payment per the total number of years in dollars	Amount of  Payment in dollars
1st January  2017	1 year (5,200)	(5,200)
1st February 2017	2 years(5,200)	(5,200)
1st March 2017	3 years(5,200)	(5,200)
1st April  2017	4 years(5,200)	(5,200)
1st May  2017	5 years(5,200)	(5,200)
1st June  2017	6 years(5,200)	(5,200)
1st July  2017	7 years(5,200)	(5,200)
1st August  2017	8 years(5,200)	(5,200)
1st September 2017	9 years(5,200)	(5,200)
1st October  2017	10 years(5,200)	(5.200)
The total amount of severance pay: $5,200x 10 years of employment = $52,000 If this amount is paid in lump sum,  the total amount of 52,000 dollars will be paid on 1st January 2017

The hiring of new employees is the first impact. The protocol of recruiting new employees is tedious, costly and time-consuming. An organization dismissing its workers would have to advertise vacancies, shortlist applicants, undertake interviews, and then conduct basic training of the newly qualified employees. This process may be quite expensive and would influence the normal running of the company. In case the company did not operate within the law when they layoff, then they will have to compensate the employee (Sobieralski & Nordstrom, 2012). The employees are entitled benefits upon the illegal dismissal, and this may be very expensive to the organization. Increased turnover in the organization is another impact. There occurs additional resignation of employees from the company. The layoff may make the high ranking employees perceive the situation in a wrong dimension. This might make them consequently resign from the firm.

Impacts of Employee Dismissal on the Organization

The organization should embrace approaches that are centered on employing the most qualified employees through a relatively appropriate competitive procedure (Boxall & Purcell, 2011). This can be done by carrying out an interview to take up the best. Employees performance may be measured against an objective, and the best performance can be now be retained. This can also be achieved by conduction of a comprehensive interview by qualified personnel to pick the best. The best performances are retained through an increment of salaries and remunerations, promotions and enhance working environmental conditions.

The organization should focus on employee skills in the recruitment process. The employee’s skills should be harnessed and supported. Training programs should be geared towards the promotion of employee talents.

Setting an organizational goal is very crucial in measuring the performance of an employee. The employee should be set and individual objective and that of the organization as well. Employees who hit the target should be rewarded over the same and even retained in the organization for their exemplary performance and efficient service delivery (Velásquez, Kanniainen, Mäkinen & Valli, 2018).

 Employment law requires that employees must be treated with equal measures wherever they are working and during the process of recruiting them. The laws of equal and fair pay, for instance, ensures that no employee in the organization whose payment should be compromised at the expense of others. This advocate for equal salaries and remuneration for all employees of the same job and a relative fare pay considering the nature and the risks involved in the working environment ( Sobieralski., & Nordstrom., 2012). The laws of employee protection, on the other hand, provide security of tenure and safeguard the contracts of the employee.

The company ensures proper ethical practices by communicating ethics to the employees, employing the most qualified, and cultivation of cultures that basically adhere to ethics and maybe attempt by all means to hire honest ones.

Interrelating policies of human resource to corporate strategic policies are considered.

Strategic human resource managers should embrace technology that supports the changes in the organization and create a proper innovation and knowledge based on the organization (Iqbal., & Haque.,2011).

HR professionals in both small and large companies should prepare for any trend and change that might come along its way. Preparedness for these possible changes could be countered hiring personnel who are capable of increasing the general productivity and develop the perception of employees about the overall operation of the company. The human resource manager would play an important role in training the employees, making them grow and thus increasing a very competitive talent marketplace. This is good for entrepreneurship, diversity, and innovation. As technology advance and education is enhanced, the organization will be relatively cost-effective. Technology innovators and human resource professionals will be in a better position than the traditional human resource consultants (Hung., & Tangpong., 2012). This will improve the productivity of the company. Employees are life hoods of the organization. Creating a comfortable experience of the workplace, therefore, makes them more productive and efficient in their service delivery.

Some studies have been made and many books have been written regarding the role of Measurement of human resource management outcomes is of key interest here. The activities are measured to determine whether the main objectives are achieved, or the strategies used bear no fruit. To improve the quality, the organization should embrace specialization of staff and think of competency and how they can be motivated.

References

Bhabra, G. S., Bhabra, H. S., & Boyle, G. W. (2011). Competitive and contagion effects in Corporate Layoff Announcements.

Boxall, P., & Purcell, J. (2011). Strategy and human resource management. Palgrave Macmillan.

Iqbal, Z., & Haque, M. A. (2011). Mass layoffs and industrial production: An analysis of monthly data in the manufacturing sectors. Journal of Financial and Economic Practice, 11(1), 9.

Li, J., Hung, K. T., & Tangpong, C. (2012). The role of agent conscientiousness and reciprocity norm in employee layoff decisions. Management research review, 35(5), 419-440.

Nordstrom, C. R. (2012). An Examination of Employee Layoffs and Organizational Justice Perceptions. Journal of Organizational Psychology, 12.

References

Richter, M., König, C. J., Geiger, M., Schieren, S., Lothschütz, J., & Zobel, Y. (2016). “Just a Little Respect”: Effects of a Layoff Agent’s Actions on Employees’ Reactions to a Dismissal Notification Meeting. Journal of Business Ethics, 1-21.

Sobieralski, J., & Nordstrom, C. R. (2012). An examination of employee layoffs and organizational justice perceptions. Journal of Organizational Psychology, 12(3/4), 11.

Velásquez, S., Kanniainen, J., Mäkinen, S., & Valli, J. (2018). Layoff announcements and intra-day market reactions. Review of Managerial Science, 12(1), 203-228.